Your ‘human’ side can enhance your credibility.
From b³ August 2013:
“Never apologise, mister, it’s a sign of weakness.”, so said the late John Wayne (and NCIS’ Jethro Gibbs).
Goodness me! How times have changed!
The more traditional view of ‘leaders’, particularly in the business world, is that they tend to be seen as ‘strong’, powerful, decisive, and never backing down.
Yet, the very best leaders of today are those that are almost always recognised for their human qualities – being trustworthy, genuine, honest, open, show their emotions and, yes, vulnerable at times too (among others).
Of course, the most important quality a leader still needs hasn’t changed much – the ability to make, often complex, decisions.
However, whether your leadership ‘role’ is as the owner of a single person start-up, or as the global head of a £multi-billion business conglomerate, the way you connect with the people around you is key to your success.
One of the most valuable ways to develop how ‘real’ other people perceive you is to reflect on your own experiences in meeting others. How many times do you meet someone, often who has a high ranking position in an organisation, who is intent on presenting themselves as ultimately professional, and presenting a rigid ‘mask’ to you? Being understood as a ‘professional’ is great, but have you noticed how time spent with those people leaves you feeling that the vital ‘connection’ sometimes isn’t there?
This is simply because the ‘mask’ they put in front of you is not allowing you to connect with their ‘real’, personal qualities – something which we, as humans, intuitively want to do.
So there you have it – by all means be seen as a professional, but make sure you allow others to understand you as a real human being and not some sort of robot.
The higher up the business ladder you go, the more important it is to be ‘known’ by those around you, and reassure them of your principles, reliability and consitency, all of which significantly increases how you invite others to trust you.
Click here for an article from Doug Sundheim on Harvard Business Review on ” Good Leaders Get Emotional”.